Strategic Sales and Operational Planning (S&OP) & Integrated Business Planning (IBP)

£795.00 + VAT


The need for understanding and leading change has never been greater. As organisations become leaner and more competitive, supply chains become more effective and integrated, and as information systems and communications become faster and more sophisticated it is vital that managers need to be able to lead and manage change at all levels in their organisation.

By the end of the course, participants will:
  • Why businesses change
  • How businesses are structured and change their structures
  • How the supply chain can operate and change effectively
  • How to diagnose the need for change
  • How to develop the vision and the plan
  • How change affects people and teams and how best to manage them through the change
  • How to measure success

Session 1

Understanding Change and why it occurs

  • What drives Change in Supply Chain Organisations
  • Different varieties of Change
  • The evolution of businesses and their structures
  • Leadership for Change
  • Culture and Power in Organisations
  • Dealing with Conflict
  • Individual and Team Change – different approaches
Session 2

Diagnosis and Preparation

  • Diagnosing the need for Change
  • Hard and Soft Change
  • Kotter’s eight steps for Change
  • Creating the Coalition
  • Creating the Vision
  • Creating the Plan
  • Choosing the Agent for Change
Session 3

Making the Change

  • Avoiding conflict and building on progress through communication and feedback.
  • Managing the change at all levels, personal, team and organisational – different approaches, different strategies, Push/Pull, Levers for Change
  • Monitoring and managing staff morale, consultation and team building
  • Personal Transitions – how people respond to Change
  • Sustaining and managing the plan
  • Monitoring progress and adapting the plan
  • Conclusions

Strategic Sales and Operational Planning (S&OP) & Integrated Business Planning (IBP)

This one-day director programme will build awareness of the basic principles that underpin S&OP and IBP.

All organisations suffer from a lack of alignment between the demand and supply side of their operations. If  not managed effectively, the result could negatively impact business planning performance through poor customer service, high inventories, loss of competitiveness and reduced productivity.  S&OP is the management decisions and planning process employed to minimise and manage this mis alignment.

In addition to bridging the gap between supply and demand planning, S&OP should focus on integrating financial reporting as well as encompassing market planning, new product development and business strategy.

The best S&OP processes are designed by working alongside the stakeholders who are able to consider all the varying functional nuances of a business.


  • Understand how to define S&OP, including the typical time frame and how it fits into the organisation’s planning cycle.
  • I identify and describe the five steps in the S&OP process that are executed each month.
  • Practical support on how to make it work for you.


  • What is S&OP & IBP?
  • Why use S&OP & IBP?
  • IBP inputs/outputs
  • S&OP inputs/outputs
  • S&OP typical agenda and representatives
  • RACI (Responsible, Accountable, Consulted and Informed) model
  • S&OP implementation
  • S&OP benefits
  • Typical reasons for S&OP failure
  • The DNA for Supply chain excellence
  • SCM integration KPIs
  • Industry best practice examples of S&OP implementation
Share This